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CHARITY REGISTRATION NUMBER: 1195302
STRIVE ANNUAL REPORTS AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 SEPTEMBER 2025
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STRIVE
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LEGAL AND ADMINSTRATIVE INFORMATION
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| Trustees | Ibrahim Mohammed (appointed 01/02/2024) |
|---|---|
| Mahesh Varia | |
| Mohsin Patel | |
| Sakhee Rani Ganatra | |
| Charity Number | 1195302 |
| Registered office | International House |
| 44-45 Commercial Street | |
| London | |
| E1 6BD | |
| Independent examiner | Rohit Maini |
| Apex Accountancy | |
| Office Suite 134, Orega Serviced Offices | |
| 1st Floor, 4 Longwalk Road | |
| Stockley Park | |
| Uxbridge | |
| UB11 1FE |
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STRIVE CONTENTS
| Page | |
|---|---|
| Trustees report | 1-5 |
| Independent examiner's report | 6 |
| Statement of financial activities | 7 |
| Statement of financial position | 8 |
| Notes to the financial statements | 9-13 |
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STRIVE TRUSTEES REPORT
Trustees’ Annual Report for the year ending 30 September 2025 Charity name: STRIVE Charity registration number: 1195302
The trustees’ of STRIVE present their annual report and audited accounts for the year ending 30 September 2024 and confirm they comply with the requirements of the Charities Act 2011 and 2025 the Charities SORP (FRS 102).
History
STRIVE is an award-winning Charitable Incorporated Organisation working to widen access to corporate careers for socially mobile and under-represented talent, with particular expertise in early talent development, social mobility and employability in City law.
Established in 2018 by Sana Shafi and Bertilla Chow, STRIVE was created from a shared desire to build a more inclusive and diverse corporate environment. Since then, STRIVE has developed a trusted position in the graduate recruitment and social mobility space, supporting aspiring lawyers and early-career professionals to understand, access and thrive in competitive corporate environments.
STRIVE's work has historically focused on developing high-potential candidates from underrepresented backgrounds through structured training, mentoring, targeted events and employer partnerships. Through its programmes and partnerships, STRIVE has helped socially mobile candidates secure training contracts, vacation schemes, internships and work experience opportunities with leading law firms and corporate organisations.
In the year under review, STRIVE continued to build on this foundation while refining its operating model. The trustees and senior team focused on ensuring that STRIVE's work remains financially sustainable, high-quality and aligned with the organisation's charitable objects. This included further developing STRIVE's employer-facing training and early talent offer, while continuing to provide selected free or low-cost opportunities for students and aspiring professionals.
Our Aims
STRIVE exists to support socially mobile and under-represented talent to access and succeed in corporate careers. We aim to do this by combining lived experience, specialist employability expertise and strong employer relationships. Our work is focused on:
•sourcing and developing diverse early talent; •equipping students and early-career professionals with the professional, commercial and interpersonal skills needed to access competitive careers;
•suppor�ng employers to a�ract, recruit, train and retain high-poten�al candidates from underrepresented backgrounds;
•designing and delivering high-quality employability, onboarding and early-career learning and development programmes; and
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•maintaining a trusted community for candidates, alumni, employers, educators and partners who share our commitment to social mobility.
During the year, STRIVE continued to place greater emphasis on partnership-led, revenuegenerating training and consultancy for employers. This approach is intended to support the longterm sustainability of the charity while enabling STRIVE to preserve targeted free support for students where it can have the greatest impact.
Our Objectives
The trustees set objectives that reflect STRIVE's charitable purpose and the practical needs of the organisation at this stage of its development.
Our key objectives for the year included:
•developing STRIVE's employer-facing training, recruitment and early talent offer;
•delivering high-quality employability and professional skills training for socially mobile and underrepresented candidates;
•supporting employers, law firms and other organisations to improve access, inclusion and earlycareer development;
•maintaining selected free student-facing activity, including open access events and communitybuilding opportunities;
•strengthening relationships with corporate partners, educational institutions, foundations and aligned organisations;
•increasing the financial sustainability of STRIVE's charitable activities through paid partnerships, training delivery and grant funding;
•improving internal capacity and operational resilience through targeted recruitment and role development;
•reviewing STRIVE's programmes and activities to ensure that they remain focused, impactful and proportionate to the charity's resources; and
•ensuring that trustees maintain appropriate oversight of strategy, risk, finances and delivery.
Achievements and Performance
Strategic refinement of STRIVE's operating model
During the year, STRIVE undertook a further review of its strategic direction and operating model. This work reflected the trustees' focus on sustainability, impact and responsible use of charitable resources.
STRIVE has historically delivered a broad range of candidate-facing support, including mentoring, workshops, events and structured programmes. While this work remains central to STRIVE's identity and charitable purpose, the trustees recognised the need to focus future activities on areas where STRIVE can deliver the greatest impact and where delivery can be financially sustained.
As a result, STRIVE continued to develop a more focused model centred on employer
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partnerships, revenue-generating training and early talent support. This model allows STRIVE to use its expertise in social mobility, candidate development and employability training to support employers, while preserving a more limited programme of free or accessible activity for students and aspiring professionals.
Employer-facing training and early talent development
STRIVE continued to build out its offer to employers and recruiters during the year. This included further development of training and learning and development content for entry-level and earlycareer professionals, as well as support for organisations seeking to improve access to corporate careers for diverse candidates.
STRIVE's employer-facing work draws on the charity's experience of designing and delivering candidate development programmes, including practical employability training, commercial awareness, application support, professional communication and transition-to-work skills. The trustees believe this area of work is strongly aligned with STRIVE's charitable aims, as it enables the charity to influence both candidate outcomes and employer practice.
The year under review was therefore one of consolidation and preparation. STRIVE focused on clarifying its offer, refining its messaging and identifying the types of partnerships most likely to generate both income and charitable impact. Student engagement and open access support
STRIVE continued to recognise the importance of direct engagement with students and aspiring professionals from socially mobile and under-represented backgrounds. In line with the charity's refined operating model, the trustees sought to make this activity more targeted and sustainable.
Free student-facing activity was therefore focused on selected opportunities, including open access events and community engagement. The Quarterly Open House format was developed as a practical way to maintain a regular point of contact with candidates, provide accessible guidance and preserve STRIVE's role as a trusted source of insight for aspiring lawyers and future corporate professionals.
This approach enables STRIVE to continue offering meaningful support without overextending the charity's limited resources.
Support from the Aziz Foundation
STRIVE continued to benefit from the support of the Aziz Foundation, whose funding has helped the charity explore ways to build additional operational capacity. This support has been important in allowing STRIVE to test and develop roles focused on events, partnerships and organisational delivery.
The trustees are grateful for the Aziz Foundation's support and for the opportunity it has provided to explore ways of increasing STRIVE's delivery capacity.
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Subsequent operational developments
Following the year end, with support from the Aziz Foundation, STRIVE appointed an Events & Partnerships Coordinator in October 2025 to assist with events, partnerships and related operational work. The appointment concluded after a short period. The experience provided useful learning for the trustees and senior team about the scope of the role, the level of support required and the importance of ensuring that operational roles are closely aligned with STRIVE's strategic priorities.
Following this review, STRIVE appointed an Events & Partnerships Associate in March 2026, also supported by Aziz Foundation funding. This role was designed to support STRIVE's renewed focus on partnerships, employer engagement and sustainable events activity. The trustees and senior team have continued to keep the role, its objectives and the charity's operational requirements under review.
Governance and organisational review
The trustees and senior team continued to review STRIVE's structure, priorities and future direction during the year. This included considering how best to balance charitable impact, financial sustainability, delivery capacity and the voluntary time contributed by STRIVE's founders, trustees and wider network.
As part of this work, STRIVE has taken a more disciplined approach to selecting activities and opportunities. The trustees believe that a focused model is the most responsible way to protect the quality of STRIVE's work and ensure that the charity continues to serve its beneficiaries effectively.
Financial Review
STRIVE's income has historically been raised through charitable activities, including sponsorships, employer partnerships, training delivery and grant support. These funds have supported the charity's activities, including events, programme delivery, staffing, subscriptions, operational tools and other overheads.
During the year, STRIVE continued to operate with careful cost control. The charity benefited from remote working, modest infrastructure costs, pro bono and volunteer support, and partnerships with organisations able to provide venues or other forms of in-kind assistance.
The trustees continued to recognise the need for a more sustainable income model. STRIVE therefore focused on developing revenue-generating training and partnership opportunities with employers, while using grant support and restricted funding carefully in accordance with funder requirements.
The trustees remain mindful that STRIVE is a small charity with limited resources. Accordingly, the trustees continue to monitor cashflow, reserves, commitments and delivery capacity closely.
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STRIVE TRUSTEES REPORT
Structure, Governance and Management
STRIVE is a Charitable Incorporated Organisation registered in England and Wales. The trustees are responsible for the overall management and control of STRIVE. They meet periodically during the year to review strategy, activities, finances, governance and risk. The trustees provide oversight and challenge to ensure that STRIVE's work remains aligned with its charitable objects and is delivered responsibly.
The work of implementing the trustees' decisions and managing day-to-day activity is delegated to STRIVE's senior team, including the CEO, COO and other members of the operational team as appropriate.
All trustees give their time freely. No trustee remuneration was paid during the year. Any trustee expenses, if incurred, are handled in accordance with the charity's policies and applicable charity law requirements.
Organisational Management
The day-to-day running of STRIVE is delegated to the CEO, COO and relevant members of the operational team. During the year, the senior team continued to manage programme activity, partnerships, communications, events, finances and compliance.
The trustees and senior team also continued to review the charity's staffing and operational needs. Given STRIVE's size and resources, the trustees recognise the importance of ensuring that any paid roles are clearly scoped, well supported and aligned with the charity's strategic direction.
The trustees' report was approved by the board of trustees and signed on behalf of the board by: ................................
Name: ����%����$�� ................................
Name: ���������!�&$�
Date of approval: .../.../...... 30 July 2026
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STRIVE
INDEPENDENT EXAMINER'S REPORT
I report to the trustees on my examination of the accounts of the above charity for the year ended 30 September 2025.
Responsibilities and basis of report
As the charity's trustees, you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (“the Act”). I report in respect of my examination of the Charity’s accounts carried out under section 145 of the 2011 Act and in carrying out my examination, I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.
Independent examiner's statement
I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination which gives me cause to believe that in, any material respect:
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the accounting records were not kept in accordance with section 130 of the Charities Act; or
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the accounts did not accord with the accounting records; or
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the accounts did not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a ‘true and fair’ view which is not a matter considered as part of an independent examination.
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
Rohit Maini .../.../...... �� ����
ICAEW Chartered Accountant Apex Accountancy Office Suite 134, Orega Serviced Offices, 1st Floor, 4 Longwalk Road, Stockley Park, Uxbridge, UB11 1FE
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STATEMENT OF FINANCIAL ACTIVITIES
| Incoming resources (Note 2) Income and endowments from: Donations and legacies Charitable activities Other trading activities Investments |
Unrestricted funds Restricted funds Total funds Prior year funds £ £ £ £ 682 - 682 16,098 15,000 - 15,000 36,500 - - - - - - - - |
|---|---|
| Total | 15,682 - 15,682 52,599 |
| Resources expended (Note 3) Expenditure on: Raising funds Charitable activities Other |
- - - - 34,467 - 34,467 42,500 - - - - |
| Total | 34,467 - 34,467 42,500 |
| Net income/(expenditure) | (18,785) - (18,785) 10,099 |
| Extraordinary items Transfers between funds Other recognised gains/(losses): Other gains/(losses) Gains and losses on revaluation of fixed assets |
- - - - - - - - - - - - - - - - |
| Net movement in funds | (18,785) - (18,785) 10,099 |
| Reconciliation of funds: | |
| Total funds brought forward | 34,302 - 34,302 24,203 |
| Total funds carried forward | 15,517 - 15,517 34,302 |
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STRIVE STATEMENT OF FINANCIAL POSITION
| Fixed assets Tangible assets (Note 8) Total fixed assets Current assets Debtors (Note 9) Cash at bank and in hand (Note 11) Total current assets Net current assets/(liabilities) Total assets less current liabilities Provisions for liabilities Total net assets or liabilities Funds of the Charity Endowment funds Restricted income funds Unrestricted funds Revaluation reserve Total funds Creditors: amounts falling due within one year (Note 10) Creditors: amounts falling due after one year (Note 10) |
Unrestricted funds Restricted funds Total this year Total last year £ £ £ £ 277 - 277 346 277 - 277 346 1,200 - 1,200 18,800 14,688 - 14,688 35,581 15,888 - 15,888 54,381 647 - 647 20,425 15,240 - 15,240 32,497 15,517 - 15,517 34,302 - - - - - - - - 15,517 - 15,517 34,302 - - - - - - - - 15,517 - 15,517 34,302 - - - - 15,517 - 15,517 34,302 |
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The financial statement were approved by the trustees and signed on behalf of the board by:
…......................
…......................
Date of approval …/…/…... 30 July 2026
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STRIVE NOTES TO THE FINANCIAL STATEMENTS
Note 1 Accounting policies
Note 1.1 Basis of accounting
These accounts have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant note(s) to these accounts.
The accounts have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued on 16 July 2014 and the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102).
Note 1.2 Going concern
At the time of approving the financial statements, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt a going concern basis of accounting in preparing the financial statements.
Note 1.3 Recognition of income
Incoming resources are included in the Statement of Financial Activities (SoFA) when: - the charity becomes entitled to the resources;
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it is more likely than not that the trustees will receive the resources, and;
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the monetary value can be measured with sufficient reliability
Note 1.4 Liabilities
Liabilities are recognised where it is more likely than not that there is a legal or constructive obligation committing the charity to pay out resources and the amount of the obligation can be measured with reasonable certainty.
Note 1.5 Governance and support costs
Support costs have been allocated between governance costs and other support. Governance costs comprise all costs involving public accountability of the charity and its compliance with regulation and good practice.
Support costs include central functions and have been allocated to activity cost categories on a basis consistent with the use of resources, eg allocating property costs by floor areas, or per capita, staff costs by the time spent and other costs by their usage.
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STRIVE NOTES TO THE FINANCIAL STATEMENTS
Note 1.6 Deferred income
No material item of deferred income has been included in the accounts.
Note 1.7 Creditors
The charity has creditors which are measured at settlement amounts less any trade discounts
Note 1.8 Tangible fixed assets
Tangible fixed assets are capitalised if they can be used for more than one year and cost at least £150.
They are valued at cost.
The depreciation rates and methods used are 25% straight line basis.
Note 1.9 Debtors
Debtors (including trade debtors and loans receivable) are measured on initial recognition at settlement amount after any trade discounts or amount advanced by the charity. Subsequently, they are measured at the cash or other consideration expected to be received.
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NOTES TO THE FINANCIAL STATEMENTS
Note 2 Analysis of income
| Donations and legacies: Donations and gifts Total Charitable activities: Sponsorship and commissions Grants Total Income from investments: Total TOTAL INCOME Note 3 Analysis of expenditure Expenditure on charitable activities: Marketing Employee Costs Travelling Hotels Computer & Software Printing, Postage & Stationery Insurance Total expenditure on charitable activities Note 4 Support costs Accountancy Independent examination Legal and professional Bank Charges and Interest Depreciation Total Allocated between: Charitable activities |
Unrestricted funds Total funds Prior year £ £ £ 682 682 16,098 682 682 16,098 6,500 6,500 36,500 8,500 8,500 - 15,000 15,000 36,500 - - - 15,682 15,682 52,599 Unrestricted funds Total funds Unrestricted funds Total funds - - - - 24,474 24,474 39,059 39,059 571 571 526 526 - - 308 308 8,459 8,459 1,450 1,450 - - 104 104 96 96 96 96 33,600 33,600 41,543 41,543 Support costs Governance costs Support costs Governance costs - 600 - 600 - 60 - 60 115 - 204 - 23 - 24 - 69 - 69 - 207 660 297 660 207 660 297 660 This year Prior year This year Prior year |
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NOTES TO THE FINANCIAL STATEMENTS
Note 5 Details of certain types of expenditure
Note 10.1 Fees for examination of the accounts
| Independent examiner’s fees Note 6 Employees Note 6.1 Staff costs Salaries and wages Social security costs Pension costs (defined contribution scheme) Other employee benefits Total staff costs Other fees (for example: financial advice, consultancy, accountancy services) paid to the independent examiner |
This year Prior year £ £ 60 50 - - 60 50 This year Prior year £ £ 24,264 38,159 - - 210 900 - - 24,474 39,059 |
|---|---|
No employees received employee benefits (excluding employer pension costs) for the reporting period of more than £60,000
Note 6.2 Key management personnel
| Note 6.3 Average number of employees Average number of employees across the charity within the year The total amount paid to key management personnel (includes trustees and senior management) for their services to the charity. For specific amounts paid to trustees, see Note 7. |
This year Prior year £ £ - - This year Prior year 1 2 |
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Note 7 Trustees
During the year the trustees were not paid remunerations of any kind for their services, nor did the charity incur and expenses on their behalf in the performance of their duties.
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NOTES TO THE FINANCIAL STATEMENTS
Note 8 Tangible fixed assets
| Filming equipment Total Cost or valuation At the beginning of the year 554 554 Additions - - At end of the year 554 554 Depreciation and impairments At beginning of the year 208 208 Depreciation 69 69 At end of the year 277 277 Net book value At beginning of the year 346 346 At end of the year 277 277 Note 9 Debtors This year Prior year £ £ Trade debtors 1,200 18,800 Prepayments and accrued income - - Other debtors - - Total 1,200 18,800 Note 10 Creditors This year Prior year £ £ Trade creditors - 13 Accruals and deferred income 660 17,660 Taxation and social security (13) 2,752 Other creditors - - Total 647 20,425 Note 11 Cash at bank and in hand Short term cash investments (less than 3 months maturity date) Short term deposits Cash at bank and on hand Other Total Amounts falling due within one year |
This year Prior year £ £ - - - - - - - - - - This year Prior year £ £ - - - - 14,688 35,581 - - 14,688 35,581 Amounts falling due after more than one year |
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